DEF 14A of Atlassian Corp, Oct 14, 2026

DEF 14A of Atlassian Corp

Filed Oct 14, 2026 · FY20260001650372-26-000044

Open on EDGAR

  1. Nominees for Election

    Nominees for Election Our Board is composed of highly experienced directors who have led, advised and established leading global organizations. Our Board has taken a thoughtful approach to board composition so that our directors have backgrounds that collectively add significant value to the strategic decisions made by Atlassian and that enable them to provide oversight of management and accountability to our stockholders. Our directors have extensive backgrounds as entrepreneurs, technologists, operational and financial experts, investors, executives, and advisors. In addition, we have worked hard to strike a balance between long-term understanding of our business and fresh external perspectives, as well as to have a variety of backgrounds and perspectives within the boardroom. The following table sets forth the names, ages, and certain other information for each of our director nominees. It also includes the membership of our standing committees that are expected to remain in effect following the Annual Meeting if all the director nominees are elected. Ms. Dykstra, who has served on the Board since 2025, will not stand for re-election to the Board at the Annual Meeting. We thank her for her service to Atlassian.

  2. Nominees for Election

    | | | | | | | Committee Membership | | | | Director Nominee | | Age | Director Since | Other Public Company Boards | Independent | Audit | Compensation and Leadership Development | Nominating and Corporate Governance | | | Scott Belsky Partner, A24 and Former Chief Strategy Officer, EVP, Adobe, Inc. | 46 | 2024 | 0 | | | | | | | Shona L. Brown Independent Advisor, Former Senior Vice President of Google.org Independent Board Chair | 60 | 2015 | 1 | | | | | | | Michael Cannon-Brookes CEO & Co-Founder, Atlassian Corporation | 46 | 2002 | 0 | | | | | | | Scott Farquhar Co-Founder & Former Co-CEO, Atlassian Corporation | 46 | 2002 | 0 | | | | | | | Anil Sabharwal Partner, AirTree Ventures and Former Vice President of Product Management, Google | 48 | 2026 | 0 | | | | | | | Christian Smith Former Chief Revenue Officer, Splunk (Cisco Systems, Inc.) | 61 | 2025 | 0 | | | | | | | Steven Sordello Former Chief Financial Officer, LinkedIn Corporation | 57 | 2015 | 1 | | | | | | | Jason Warner Co-Founder and Co-CEO, Poolside, Inc. | 49 | 2025 | 0 | | | | | | | Michelle Zatlyn Co-Founder, President and Chief Operating Officer, Cloudflare, Inc. | 47 | 2021 | 1 | | | | |

  3. Nominees for Election

    | | = Member | | = Chair |

  4. Nominees for Election

    | | 2026 Proxy Statement |

  5. Nominees for Election

    | Directors and Corporate Governance | 13 |

  6. Director Experience and Qualifications Matrix

    Director Experience and Qualifications Matrix The following matrix highlights the mix of key skills, qualities, attributes, and experiences of the nominees that, among other factors, led the Board and the Nominating and Corporate Governance Committee (the “Nominating Committee”) to recommend these nominees for election to the Board. The matrix is intended to depict notable areas of focus for each director, and not having a mark does not mean that a particular director does not possess that qualification or skill. Nominees have developed these skills through education, direct experience, and oversight responsibilities. Additional biographical information is set out starting on page 14.

  7. Director Experience and Qualifications Matrix

    | | Scott Belsky | Shona L. Brown | Michael Cannon- Brookes | Scott Farquhar | Anil Sabharwal | Christian Smith | Steven Sordello | Jason Warner | Michelle Zatlyn | | Public Company CEO / President Experience as a CEO or President of a public company. | | | | | | | | | | | Executive at Scale Experience leading at a company that is operating at scale. | | | | | | | | | | | Audit / Finance / Accounting Knowledge of financial markets, financing and accounting and financial reporting processes. | | | | | | | | | | | Technologist Expertise in engineering or development of software products or services, computer science, information technology or technology research and development. | | | | | | | | | | | Sales and Marketing Experience in sales management, marketing campaign management, marketing/advertising or public relations. | | | | | | | | | | | Human Capital / Compensation / Employee Development Experience human capital development at an organization, including attracting and retaining top talent. | | | | | | | | | | | Enterprise Software Industry Experience as a leader at companies operating in the enterprise software industry. | | | | | | | | | | | Risk / Cybersecurity / Privacy Experience in enterprise risk oversight, including directors with experience in cybersecurity and data privacy management. | | | | | | | | | | | Strategy / Business Development / M&A / Venture Capital Experience in creating long-term value through investment, acquisitions and growth strategies. | | | | | | | | | |

  8. Director Experience and Qualifications Matrix

    | 2026 Proxy Statement | |

  9. Director Experience and Qualifications Matrix

    | 14 | Directors and Corporate Governance |

  10. Biographies

    Biographies Set forth below are the names and certain information about each of our director nominees, all of whom are currently members of the Board. There are no family relationships among any of our directors or executive officers. Our directors serve until the next annual meeting of stockholders and until their successors are elected and qualified, subject to earlier resignation or removal. Please see Proposal 1 in this Proxy Statement for more information about the election of our directors.

  11. Biographies

    | Scott Belsky Partner, A24 and Former Chief Strategy Officer, EVP, Adobe, Inc. | | | Independent Director Age: 46 Director Since: 2024 Committees: Compensation and Leadership Development | | | | Professional Experience •Partner at A24, an independent film, television, music, and publishing studio (2025 to Present) •Chief Strategy Officer and Executive Vice President of Design & Emerging Products and Chief Product Officer (2025) and Executive Vice President for Creative Cloud (2017 to 2023) at Adobe, Inc. (“Adobe”), a creative design software company •Venture investor at Benchmark, a venture capital firm (2016 to 2017) •Head of Behance & VP Products, Creative Cloud at Adobe (2012 to 2016) •CEO and Founder of Behance LLC, a social media platform for creative work, which was acquired by Adobe in 2012 (2006 to 2012) Education •Bachelor of Science from Cornell University •M.B.A. from Harvard Business School Key Skills and Qualifications •Deep strategy and product experience, from a broad range of executive roles at Adobe and as co-founder and CEO of Behance until its acquisition by Adobe, combining an understanding of product strategy and operations at varying scales •Thought leader in the product and design space, with domain expertise in AI, serving as an investor and advisor for companies including Pinterest, Uber, and Airtable, and authoring two books, entitled The Messy Middle and Making Ideas Happen |

  12. Biographies

    | | 2026 Proxy Statement |

  13. Biographies

    | Directors and Corporate Governance | 15 |

  14. Biographies

    | Shona L. Brown Independent Advisor and Former Senior Vice President of Google.org | | | Board Chair since 2018 Independent Director Age: 60 Director Since: 2015 Committees: Compensation and Leadership Development; Nominating and Corporate Governance Other Public Company Boards: DoorDash, Inc. Prior Public Company Boards (last 5 years): PepsiCo, Inc. | | | | Professional Experience •Senior advisor to Google Inc. (now Alphabet Inc.) (“Google”), an internet search and technology company (2013 to 2015) •Senior Vice President of Google.org, Google’s philanthropic organization (2011 to 2012) •Vice President and later Senior Vice President, Business Operations of Google (2003 to 2011) •Consultant (1995 to 2003) and Partner (2000 to 2003) of McKinsey & Company, a consulting firm Education •Bachelor of Computer Systems Engineering from Carleton University •Master of Arts in philosophy and economics from Oxford University •Ph.D. from the Department of Industrial Engineering and Engineering Management at Stanford University Key Skills and Qualifications •Extensive experience in organizational structure, people operations, and culture gained from her decade-long tenure as an executive at Google, in a period during which Google grew from 500 to 50,000 employees; thought leadership through co-authoring a book, entitled Competing on the Edge: Strategy as Structured Chaos, which introduced a new strategic model for competing in volatile markets •Significant public company board experience, as the current Lead Independent Director of DoorDash, Inc. and a former director of PepsiCo, Inc. with additional corporate governance experience as an advisor and board member to a portfolio of technology startups and a number of non-profit organizations •Expertise in public policy and sustainability from leading Google’s technology for social impact efforts |

  15. Biographies

    | Michael Cannon-Brookes CEO and Co-Founder, Atlassian Corporation | | | Age: 46 Director Since: 2002 | | | | Professional Experience •CEO & Co-Founder of Atlassian (2002 to Present) •Adjunct Professor of Computer Science & Engineering at University of New South Wales, Australia (2014 to Present) Education •Bachelor of Science in information systems from the University of New South Wales, Australia Key Skills and Qualifications •Innovative industry leadership as one of our Co-Founders and over two decades as our Chief Executive Officer provide unique and invaluable experience to the Atlassian Board •Deep knowledge of Atlassian’s products, customers, culture, and values gained from developing and executing Atlassian’s strategic priorities since its founding •Decades leading Atlassian and investing in businesses across the technology industry, providing an extensive understanding of the markets in which Atlassian operates |

  16. Biographies

    | 2026 Proxy Statement | |

  17. Biographies

    | 16 | Directors and Corporate Governance |

  18. Biographies

    | Scott Farquhar Co-Founder & Former Co-CEO, Atlassian Corporation | | | Age: 46 Director Since: 2002 | | | | Professional Experience •Co-CEO (2002 to August 2024) & Co-Founder of Atlassian •Interim Chief Financial Officer of Atlassian (July 2022 to September 2022) •Chair of the Board of Atlassian (2016 to 2018) Education •Bachelor of Science in business information technology from the University of New South Wales, Australia Key Skills and Qualifications •Innovative industry leadership as one of our Co-Founders and over two decades as our Co-Chief Executive Officer (including previous terms of service as our interim Chief Financial Officer and Board Chair) provides unique and invaluable experience to the Atlassian Board •Deep knowledge of Atlassian’s product, customers, culture, and values gained from developing and executing Atlassian’s strategic priorities from its founding until August 2024 •Decades leading Atlassian and investing in businesses across the technology industry, providing an extensive understanding of the markets in which Atlassian operates |

  19. Biographies

    | Anil Sabharwal Former Vice President, Google | | | Age: 48 Director Since: 2026 | | | | Professional Experience •Vice President of Google (April 2016 to May 2026), leading various teams, including Google Photos, Google Chrome, Chrome OS and Health and Wearables, and most recently Vice President of Product Management •Technical Advisor to Atlassian Williams F1 Team (April 2025 to December 2025) •Co-founder and Director, Google Photos at Google (July 2013 to April 2016) •Product Lead, Hangouts Video Calling at Google (January 2013 to July 2013) •Co-founder and Mobile Lead, Google Drive and Docs at Google (January 2009 to January 2013) Education •Bachelor of Mathematics in Computer Science from University of Waterloo •Executive M.B.A. from the University of California, Berkeley, Haas School of Business Key Skills and Qualifications •Decades of experience founding and leading product, design and engineering teams, at Google and start-ups, including the team behind Google Photos, which reached more than one billion active users in less than four years •Deep experience operating in product leadership at scale, leading significant business units at Google •Deep Atlassian customer experience knowledge built by advising Atlassian Williams F1 Team to integrate the Atlassian System of Work |

  20. Biographies

    | | 2026 Proxy Statement |

  21. Biographies

    | Directors and Corporate Governance | 17 |

  22. Biographies

    | Christian Smith Former Chief Revenue Officer, Splunk, Inc. (Cisco Systems, Inc.) | | | Independent Director Age: 61 Director Since: 2025 Committees: Audit; Nominating and Corporate Governance | | | | Professional Experience •Senior Vice President, Chief Revenue Officer (2020 to 2025) and various other sales leadership roles (2017 to 2020) at Splunk Inc. (“Splunk”), a cybersecurity and observability company, acquired by Cisco Systems, Inc. in 2024 •Chief Revenue Officer (2014 to 2017) and Senior Vice President (2013 to 2014) at Nintex USA, Inc. •Various sales leadership roles at Oracle Corporation (2011 to 2013), ATG (2009 to 2011), and Daptiv (1999 to 2009) Education •Bachelor of Arts in marketing, advertising, and communications from University of Washington Key Skills and Qualifications •Over 30 years of experience in senior leadership roles in the enterprise software space, driving global sales and digital transformations including leading Splunk’s software transformation from perpetual license to recurring revenue while achieving consistent growth and improved profitability •Over 30 years of experience in senior leadership roles in the enterprise software space, driving global sales and digital transformations including leading Splunk’s software transformation from perpetual license to recurring revenue while achieving consistent growth and improved profitability •Pioneered the Unified Engagement Model, an industry-leading sales methodology based on value selling and customer engagement |

  23. Biographies

    | Steven Sordello Former SVP and Chief Financial Officer, LinkedIn Corporation | | | Independent Director Age: 57 Director Since: 2015 Committees: Audit Other Public Company Boards: Compass, Inc. | | | | Professional Experience •Senior Vice President and Chief Financial Officer of LinkedIn Corporation (“LinkedIn”), an online business-oriented social networking service, which was acquired by Microsoft Corporation (“Microsoft”) in 2016 (2007 to 2021); Senior Vice President and CFO Emeritus of LinkedIn (2021 to 2022) •Chief Financial Officer of TiVo, Inc., a manufacturer of digital video recorders (2006 to 2007) •Various senior management positions, including most recently Chief Financial Officer, of Ask Jeeves, Inc., an internet search engine company, which was acquired by IAC in 2005 (1999 to 2005) •Various finance roles at Adobe Systems Incorporated, a software company (1994 to 1999) •Various finance roles at Syntex Corporation, a pharmaceuticals company (1992 to 1994) Education •Bachelor of Science in business from Santa Clara University •M.B.A. from Santa Clara University Key Skills and Qualifications •Extensive background in strategy, operational and financial management, mergers and acquisitions and corporate leadership from decades of experience as a financial executive at consumer-facing and enterprise software companies operating at scale •As Senior Vice President and Chief Financial Officer at LinkedIn, oversaw major transactions including the company’s IPO and its $26.2 billion acquisition by Microsoft •Additional board of directors and audit committee expertise from tenures as independent director and audit committee member of private and public companies, including Compass, Inc. and Cloudera, Inc., until its merger with Hortonworks, Inc. |

  24. Biographies

    | 2026 Proxy Statement | |

  25. Biographies

    | 18 | Directors and Corporate Governance |

  26. Biographies

    | Jason Warner Co-Founder and Co-Chief Executive Officer, Poolside, Inc. | | | Independent Director Age: 49 Director Since: 2025 Committees: Compensation and Leadership Development | | | | Professional Experience •Co-Founder and Co-Chief Executive Officer at Poolside, Inc. (“Poolside”), a frontier AI lab start-up (2023 to Present) •Managing Director at Redpoint Ventures, a venture capital firm (2021 to 2023) •Chief Technology Officer at GitHub, Inc. (“GitHub”), a developer platform (2017 to 2021), including in period following GitHub’s acquisition by Microsoft in 2018 •Various engineering leadership roles at Heroku (2014 to 2017), Canonical (2010 to 2014), and 41st Parameter (2006 to 2010) Education •Bachelor of Science in computer science from Pennsylvania State University •Master of Science in computer science from Rensselaer Polytechnic Institute Key Skills and Qualifications •Seasoned technology executive and software engineering leader with a visionary approach to AI and developer tools; thought leader and advocate of the importance of safeguarding the creativity of the engineering profession while embracing technological advancements •Extensive experience leading the development of advanced AI models, including security and privacy for enterprise use, and deep expertise on the AI market and opportunity generally •During tenure as GitHub’s Chief Technology Officer, expanded GitHub’s user base to tens of millions of developers and served on the executive team through and following the company’s $7.5 billion acquisition by Microsoft in 2018 |

  27. Biographies

    | Michelle Zatlyn President and COO, Cloudflare, Inc. | | | Independent Director Age: 47 Director Since: 2021 Committees: Audit; Nominating and Corporate Governance Other Public Company Boards: Cloudflare, Inc. | | | | Professional Experience •Co-Founder, President (2020 to Present), Chief Operating Officer (2016 to Present) and Co-Chair (2025 to Present) of Cloudflare, Inc. (“Cloudflare”), a connectivity cloud company •Head of User Experience of Cloudflare (2009 to 2016) Education •Bachelor of Science in chemistry and business from McGill University •M.B.A. from Harvard Business School Key Skills and Qualifications •Strong executive, strategic, and operational experience, as well as expertise as a product development leader, from growing Cloudflare from a start-up to a global, publicly-listed company •A woman leader in the technology industry, recognized by Fortune’s 40 Under 40 list, Marie Claire’s 7th Annual New Guard, and womentech networks’ 100 Top Women in Tech Leaders to Watch in 2025 •Deep knowledge of our customers and products from firsthand experience using Atlassian products while scaling Cloudflare |

  28. Biographies

    | | 2026 Proxy Statement |

  29. Biographies

    | Directors and Corporate Governance | 19 |

  30. Stockholder Recommendations and Nominees for Director

    Stockholder Recommendations and Nominees for Director The Nominating Committee considers properly submitted recommendations for candidates to the Board from stockholders. In evaluating such recommendations, the Nominating Committee evaluates candidates recommended by stockholders using the same criteria it applies to evaluate other candidates and seeks to achieve a balance of experience, knowledge, integrity, and capability on the Board and to address the membership criteria set forth under “Identifying and Evaluating Director Candidates” above. Stockholder recommendations to the Board should be sent to the attention of Atlassian’s Corporate Secretary by one of the following two ways:

  31. Stockholder Recommendations and Nominees for Director

    | By email: IR@atlassian.com | By mail or expedited delivery service: Atlassian Corporation 350 Bush Street, 13th Floor San Francisco, California 94104 USA Attention: Corporate Secretary |

  32. Stockholder Recommendations and Nominees for Director

    In addition, our Bylaws permit stockholders to nominate directors for consideration at an annual meeting of stockholders. For a description of the process for nominating directors in accordance with our Bylaws, see “Information About the Meeting, Voting and Procedural Matters — Procedure for Introducing Business or Director Nominations at Our 2027 Annual Meeting of Stockholders.”

  33. Stockholder Recommendations and Nominees for Director

    | | 2026 Proxy Statement |

  34. Stockholder Recommendations and Nominees for Director

    | Directors and Corporate Governance | 25 |

  35. Director Compensation

    Director Compensation

  36. Non-Employee Director Compensation Policy

    Non-Employee Director Compensation Policy Our non-employee director compensation policy (as amended and restated from time to time, the “Non-Employee Director Compensation Policy”) is designed to attract, retain, and reward directors of Atlassian who are not employees or officers of Atlassian and align their long-term interests with those of Atlassian and our stockholders. Employee directors receive no additional compensation for their service as a director. Decisions regarding the Non-Employee Director Compensation Policy are approved by our CLDC. The CLDC conducts an evaluation of the design and competitiveness of our Non-Employee Director Compensation Policy on an annual basis in conjunction with Compensia, Inc. (“Compensia”), the CLDC’s independent compensation consultant. The annual review includes an assessment of competitive market practices for pay levels, pay design, and other market trends using the same peer group used for executive pay. We aim to position non-employee director compensation competitively against this same peer group. We review non-employee director compensation levels annually and make adjustments as necessary. Our Non-Employee Director Compensation Policy consists of a cash retainer for service on the Board, additional retainers for serving as the chair of each of our standing Board committees, an additional cash retainer for the non-employee Board Chair, and an annual equity retainer awarded in the form of restricted stock units (“RSUs”). Cash retainer fees are paid quarterly in arrears. Directors who are appointed to the Board or resign from the Board are paid a pro-rated cash retainer fee for the time they were actually serving on the Board. We reimburse non-employee directors for all reasonable expenses incurred in connection with their service on the Board, including attending Board and committee meetings. However, we do not pay meeting attendance fees. The table below outlines the details of our Non-Employee Director Compensation Policy in effect for fiscal year 2026: Annual Cash Retainers

  37. Non-Employee Director Compensation Policy

    | | Cash Amount ($) | | | Annual Cash Retainer for Board Membership | | 55,000 | | Additional Annual Cash Retainer for Independent Board Chair | | 50,000 | | Additional Annual Cash Retainer for Committee Chairs | | | | Annual service as chair of the Audit Committee | | 20,000 | | Annual service as chair of the CLDC | | 15,000 | | Annual service as chair of the Nominating Committee | | 10,000 |

  38. Non-Employee Director Compensation Policy

    Annual Equity Awards On the date of each annual meeting of stockholders, each non-employee director who continues as a member of our Board following such annual meeting of stockholders will receive a grant of RSUs (the “Annual Award”). In fiscal year 2026, the Annual Award had a grant date fair value of $290,000, rounded up to the nearest whole share. The Annual Award vests in full on the earlier of: (i) the one-year anniversary of the grant date; and (ii) the next annual meeting of stockholders, subject to continued service as a director through the applicable vesting date, unless the CLDC determines that circumstances warrant continuation of vesting. Directors who are appointed to the Board not in connection with an annual meeting of stockholders are granted an equity retainer equal to the grant date fair value of $290,000 pro-rated based on the amount of time left to serve until the next annual meeting of stockholders.

  39. Non-Employee Director Compensation Policy

    | | 2026 Proxy Statement |

  40. Non-Employee Director Compensation Policy

    | Directors and Corporate Governance | 31 |

  41. Fiscal Year 2026 Non-Employee Director Compensation Table

    Fiscal Year 2026 Non-Employee Director Compensation Table The following table provides information regarding the total compensation that was earned by or paid to each of our non-employee directors in fiscal year 2026. Messrs. Cannon-Brookes and Farquhar did not receive any additional compensation for their service as directors.

  42. Fiscal Year 2026 Non-Employee Director Compensation Table

    | Name | Fee Earned or Paid in Cash ($) | Stock Award ($)(1)(2) | Total ($) | | Scott Belsky(3) | 62,500 | 290,120 | 352,620 | | Shona L. Brown(4) | 110,000 | 290,120 | 400,120 | | Karen Dykstra | 55,000 | 290,120 | 345,120 | | Anil Sabharwal(5) | 22,917 | 240,817 | 263,734 | | Sasan Goodarzi(6) | 35,000 | 290,120 | 325,120 | | Christian Smith | 55,000 | 290,120 | 345,120 | | Steven Sordello(7) | 75,000 | 290,120 | 365,120 | | Richard P. Wong(8) | 32,500 | 290,120 | 322,620 | | Jason Warner(9) | 41,250 | 346,658 | 387,908 | | Michelle Zatlyn | 55,000 | 290,120 | 345,120 | | Heather Fernandez (10) | 13,750 | — | 13,750 |

  43. Fiscal Year 2026 Non-Employee Director Compensation Table

    (1)The amounts reported in this column represent the aggregate grant date fair value of RSUs calculated in accordance with FASB ASC Topic 718. The grant date fair value of RSUs was calculated by multiplying the closing trading price of our Class A Common Stock on the date of grant by the number of RSUs granted. This amount does not reflect the actual economic value realized by the director. (2)As of June 30, 2026, each of our current non-employee directors, other than Mr. Sabharwal, held 1,885 unvested RSUs. Mr. Sabharwal held 2,118 unvested RSUs. (3)Mr. Belsky served as the chair of the CLDC effective January 1, 2026. (4)Dr. Brown served as the Board Chair and was appointed as the chair of the Nominating Committee effective January 1, 2026. (5)Mr. Sabharwal was appointed to the Board effective February 1, 2026 and received a pro-rated cash retainer and stock award reflecting his actual period of service on the Board for the year. (6)Mr. Goodarzi served as the chair of the CLDC until his resignation from the Board effective January 1, 2026, and received a pro-rated cash retainer reflecting his actual period of service on the Board for the year. (7)Mr. Sordello served as the chair of the Audit Committee. (8)Mr. Wong served as the chair of the Nominating Committee until his resignation from the Board effective January 1, 2026 and received a pro-rated cash retainer reflecting his actual period of service on the Board for the year. (9)Mr. Warner was appointed to the Board effective October 1, 2025. The amount reported in the “Stock Awards” column reflects: (i) a pro-rated initial equity award of $56,538 granted in connection with his appointment to the Board, and (ii) the annual equity award of $290,120 granted to non-employee directors on December 2, 2025 (10)Ms. Fernandez resigned from the Board effective October 1, 2025.

  44. Executive Summary

    | What We Heard | How We Responded | | •Limit usage of one-time awards to executives | •Limited one-time executive awards to exceptional, company-specific retention needs, subject to CLDC review of the business rationale, existing unvested equity, expected dilution and equity expense, and alignment with the regular compensation program. | | •Lack of performance-based criteria on the vesting of equity awards | •Maintained a four-year RSU structure, with award values informed by individual performance and impact, and reinforced long-term alignment through executive ownership and holding requirements. Enhanced our disclosure to explain this design and our continuing evaluation of peer practices, including performance-conditioned equity. | | •Lack of risk mitigators (e.g., clawback policies, stock ownership guidelines, holding period requirements) | •Maintained our peer group-leading executive stock ownership and holding requirements that require executives to hold 20% of post-tax shares from all equity awards, except for new-hire awards. Assuming neutral share price performance, non-CEO NEOs would be required to hold shares valued at over seven times their annualized base salary on average over ten years to build a meaningful ownership stake. The next highest requirement for a non-CEO NEO within our peer group is five times their base salary over a five-year period. | | •Reduce stock-based compensation expense | •In fiscal year 2027, we changed the compensation mix for our employee population to include a greater proportion of cash, and a lower proportion of equity, compared to prior years. |

  45. Average NEO Pay Mix

    Base Salary Our base salary program strives for simplicity, embraces transparency and consistency, and delivers competitive compensation to each of our NEOs to reflect their respective positions, duties, and responsibilities. The CLDC reviews the base salaries of our executive officers annually and may adjust them to reflect market conditions or other factors. The base salaries listed below, other than for our CEO, were established in reference to our peer group with input from the CEO and were reviewed and approved by the CLDC. We strive for simplicity and equity within our compensation programs, and we strongly encourage our executives to embrace a long-term performance mentality. As a result, we’ve standardized base salaries across our top executive officers and have shifted focus from short-term fixed compensation to long-term variable pay. Because of our focus on internal equity, our executive officers receive base salary amounts within a narrow range. We will continue to review base salaries in the context of our peer group, and when appropriate, we may adjust the base salary for all applicable executive officers in order to maintain internal equity.

  46. Average NEO Pay Mix

    (1)Mr. Cannon-Brookes is paid in Australian dollars, which have been converted into US dollars using a monthly average exchange rate for fiscal year 2026 of USD $1.00 to AUD $1.47 and for fiscal year 2025 of USD $1.00 to AUD $1.55. Effective July 1, 2019, Mr. Cannon-Brookes base salary was reduced to AUD $74,653 (or USD $50,786 for fiscal year 2026 and USD $48,258 for fiscal year 2025). (2)For fiscal year 2026, the base salaries for our continuing non-CEO NEOs were increased by $25,000, based on a consideration of several factors, including history of pay changes, competitive market positioning and alignment with our pay philosophy, and internal equity positioning. (3)The fiscal year 2026 base salary for each of Mr. Binz, Mr. Rajan, and Ms. Bharadwaj is reflected as of the date of termination of their employment. Annual Cash Incentive Compensation Approach to Annual Cash Incentives Our annual cash incentive program reinforces our pay-for-performance orientation by focusing our NEOs’ attention on performance of our key business priorities and embraces a simple, clear, and transparent decision-making process. Our annual cash incentive program is 100% formulaic and measures performance on Cloud and Marketplace Cloud revenue. For purposes of our annual cash incentive program, Cloud and Marketplace Cloud revenue is equal to Cloud revenue as reported in the audited financial statements, plus fees received for sales of third-party cloud apps in the Atlassian Marketplace, which is a component of other revenue as reported in the audited financial statements. Cloud revenue, including the related revenue from sales of third-party cloud apps in the Atlassian Marketplace, remains a critical strategic priority for us to support our customers and seamlessly connect them to a diverse set of products that will enhance their workflow capabilities. We believe that success on Cloud revenue is crucial to Atlassian’s ability to scale and continue leading in our industry. Mr. Cannon-Brookes does not participate in the annual cash incentive program due to his sizable equity stake in Atlassian, which aligns his personal financial interests with company performance. Each NEO (excluding Mr. Cannon-Brookes) is eligible to receive an annual cash incentive award based on a specified target annual cash incentive award amount, expressed as a percentage of the NEO’s base salary. The potential payout will range from 0% up to 200% of an individual NEO’s target opportunity based on performance against predetermined financial goals. In fiscal year 2026, our NEOs’ annual cash incentive program was targeted at 75% of their annual base salaries, an increase from the 60% target in fiscal year 2025, which is intended to align them to market targets. The mechanics of the annual cash incentive program are as follows:

  47. Average NEO Pay Mix

    | Eligible Earnings(1) | × | Annual Cash Incentive Target % (75%) | × | Company Multiplier % (2) (0% - 200%) | = | Annual Cash Incentive Payout |

  48. Average NEO Pay Mix

    Annual Cash Incentive Payments for Fiscal Year 2026 Performance The annual cash incentive payout structure is aligned with our top company priority of driving Cloud revenue growth. The CLDC references our internal plan when setting targets for the annual Cloud and Marketplace Cloud revenue metric. The target is intended to be challenging but achievable, while threshold performance is intended to be reasonably achievable, and the maximum represents a stretch goal. The CLDC reviews the appropriateness of threshold, target, and maximum goals annually, with a focus on attempting to ensure that our performance goals will result in stockholder value creation in the long term. The fiscal year 2026 Cloud and Marketplace Cloud revenue threshold, target, and maximum goals (as well as actual fiscal year 2026 achievement) are shown below ($ in millions):

  49. Average NEO Pay Mix

    | Element | Threshold | Target | Maximum | Actual | | Cloud and Marketplace Cloud Revenue(1) | $3,762 | $4,533 | $5,303 | $4,533 | | Payout | 0 | 100% | 200% | 100% | | Year-over-year Cloud Revenue Growth | 6% | 28% | 50% | 28% |

  50. Average NEO Pay Mix

    | Executive Officer | Fiscal Year 2026 Target(1)(2) | Fiscal Year 2026 Cash Incentive Payment | | Anu Bharadwaj(3) | $— | $— | | Joseph Binz(4) | $446,880 | $446,880 | | Rajeev Rajan(3) | $— | $— | | Brian Duffy | $446,880 | $446,880 | | James Chuong(5) | $115,630 | $115,630 |

  51. Average NEO Pay Mix

    (1)These amounts reflect the target dollar amount for fiscal year 2026 based on each NEO’s eligible earnings. (2)Mr. Cannon-Brookes does not participate in the annual cash incentive program due to his sizable equity stake in Atlassian. (3)Ms. Bhardwaj and Mr. Rajan were not employed by Atlassian on June 30, 2026, and therefore were not eligible to receive a payment under our cash incentive program for fiscal year 2026. (4)Mr. Binz served as a special advisor to Atlassian from March 30, 2026 through June 30, 2026 and remained eligible for salary and bonus during this time. (5)Mr. Chuong received a payment under our cash incentive program for fiscal year 2026 based on his eligible earnings from March 30, 2026 through June 30, 2026. Long-Term Equity Incentive Compensation Approach to Long-Term Equity Incentive Compensation We view long-term equity incentive compensation as a critical component of our balanced total compensation programs. Our equity compensation program design is competitive, simple, and fosters an ownership mentality and a pay-for-performance orientation. Mr. Cannon-Brookes did not participate in our long-term equity incentive compensation program in fiscal year 2026 due to his sizable equity stake in Atlassian, which the CLDC has determined sufficiently aligns his personal financial interests with company performance at this time. The CLDC believes that RSUs serve as an effective retention tool for our high-performing executive officers and focus executive officers on completing long-term objectives, which the CLDC believes will support increased stockholder value creation over time. Our RSUs vest quarterly over a four-year period, subject to continued service. Additionally, executive officers are subject to a 20% post-tax holding period pursuant to our stock ownership requirements. The CLDC believes that this approach, together with our executive stock ownership and holding requirements, supports a long-term ownership mentality and aligns NEO and stockholder interests. To determine the size of the annual equity awards for our NEOs, the CLDC reviewed data provided by Semler Brossy, our consultant at the time, which estimated the range of competitive grant values among our peer companies. In determining final award values, the CLDC reviewed market reference, then considered each executive’s performance and impact, the scope of the executive’s role, and unvested equity and described below.

  52. Average NEO Pay Mix

    Performance Management Process and Connection to Fiscal Year 2026 Long-Term Equity Incentive Awards Each September, after individual award targets are established based on competitive data, we use our performance management assessment framework and the resulting individual performance assessments from the prior fiscal year to further inform annual equity award values. The fiscal year 2026 awards granted in September 2025 were informed by fiscal year 2025 performance outcomes. Our performance management assessment framework assesses each individual against performance and development objectives. All performance assessments and resulting long-term incentive outcomes are reviewed by the CLDC in consultation with the CEO. Our approach is performance-based, but not formulaic. While RSUs are not subject to formulaic performance-vesting conditions, the CLDC uses individual performance assessments to inform annual equity award values. This approach allows the CLDC to differentiate award values based on individual performance while considering each executive’s responsibilities, impact, unvested equity, and our long-term objectives. Annual Equity Awards for Prior Fiscal Year Performance In September 2025, we granted the following annual equity awards (with four-year ratable quarterly vesting) to our NEOs:

  53. Average NEO Pay Mix

    | Named Executive Officer | Target Value of Fiscal Year 2026 Awards | Number of RSUs Granted (Actual)(1) | | Anu Bharadwaj | $12,100,000 | 70,820 | | Joseph Binz | $10,500,000 | 61,456 | | Rajeev Rajan | $15,000,000 | 87,794 | | Brian Duffy(2) | $10,000,000 | 58,529 | | James Chuong(3) | N/A | N/A |

  54. Average NEO Pay Mix

    (1)The number of RSUs granted is equal to the target dollar value of the award for each NEO divided by the average closing price of Atlassian stock during the month of August 2025, which was $170.86, rounded up to the nearest whole share. The target values of awards do not match exactly the grant date fair values presented in the Fiscal Year 2026 Summary Compensation Table, which were calculated in accordance with Financial Accounting Standards Board Accounting Standards Codification Topic 718, Compensation—Stock Compensation (“ASC Topic 718”) and takes into account the price of Atlassian’s Class A Common Stock on the September 20, 2025 grant date. (2)In addition to the disclosed award, Mr. Duffy received a one-time RSU retention award, as described in the “One-Time Retention Award for Mr. Duffy” section below. (3)Mr. Chuong did not receive an annual equity award as he joined the Company after the September 2025 annual equity award cycle. He received a standalone equity award in connection with his appointment as Chief Financial Officer in March of 2026, as described under “Compensation Action for Mr. Chuong” below. The CLDC believes that both acknowledging individual performance and ensuring long-term incentive awards constitute a significant portion of compensation are vital actions to encouraging appropriate behaviors and intended outcomes while reinforcing our pay-for-performance philosophy. Compensation Action for Mr. Duffy In addition to Mr. Duffy’s annual equity award, which continues to be determined under the Company’s regular executive compensation process, in April 2026, the CLDC approved a one-time retention equity award with an initial target value of $9 million for Mr. Duffy. The target value of Mr. Duffy’s award does not match the grant date fair value presented in the Fiscal Year 2026 Summary Compensation Table, which was calculated in accordance with ASC Topic 718 and took into account the price of Atlassian’s Class A Common Stock on the April 23, 2026 grant date. The CLDC determined that Mr. Duffy’s continued leadership was important during a critical two-year period of execution against our enterprise-adoption strategy and related go-to-market priorities. In approving the award, the CLDC considered Mr. Duffy’s role in advancing those priorities, the importance of maintaining executive leadership continuity in light of the timing of recent transitions and departures among other NEOs, the potential disruption of a transition, the difficulty of replacing his Atlassian-specific experience, his unvested equity position, and competitive market data. The award vests over two years, aligning its retention value with this defined execution period. The CLDC considered the award’s size, vesting terms, expected equity expense, and dilution in the context of our overall compensation program and shareholder interests. The CLDC views this award as an exceptional, Atlassian-specific retention action, not a change to our regular executive compensation program. The CLDC expects to consider any future one-time retention awards only in extraordinary circumstances, after evaluating the specific business need, the executive’s existing unvested equity, the relationship of the proposed award to our regular compensation program, and shareholder interests.

  55. Average NEO Pay Mix

    Compensation Action for Mr. Chuong In March 2026, upon the appointment of Mr. Chuong as Chief Financial Officer, the CLDC approved a new-hire equity award with an initial target value of $22 million as part of his overall compensation package. The number of RSUs granted to Mr. Chuong was determined by dividing the target dollar value of the award by the average closing price of Atlassian stock during the month of March 2026, rounded up to the nearest whole share. The target value of Mr. Chuong’s award does not match the grant date fair value presented in the Fiscal Year 2026 Summary Compensation Table, which was calculated in accordance with ASC Topic 718 and took into account the price of Atlassian’s Class A Common Stock on the April 2, 2026 grant date. The grant vests over four years with the first vesting date occurring in May 2026 and then quarterly thereafter on the dates of Atlassian’s standard vesting. The award was designed to align Mr. Chuong’s interests with those of our stockholders, promote long-term value creation, and recognize the skills and past experience he brings to Atlassian. The CLDC, its consultants, and Atlassian’s compensation team conducted a thorough analysis to ensure that the equity award was competitive against our peer companies and aligned with our compensation philosophy. When calibrating the magnitude of the award, the CLDC considered several factors including the competitive target equity grant value for chief financial officers in our peer group and the value of unvested compensation forfeited in connection with his departure from his prior employer. Atlassian’s offer arrangement with Mr. Chuong also provided for a sign-on cash bonus with a total target value of $2 million, payable in four equal quarterly installments, with the first installment payable upon his start date of March 30, 2026, and the remaining installments payable quarterly thereafter, subject to Mr. Chuong’s continued employment with Atlassian through each applicable payment date.

  56. Compensation Philosophy

    Compensation Philosophy Executive Compensation Philosophy & Principles Our executive compensation philosophy is based on the understanding that for us to be successful, we must attract, motivate, reward, and retain high-caliber talent. We also recognize the need to create a strong pay-for-performance connection through our compensation programs and establish a long-term ownership mentality. As such, our programs are focused on providing our executives the opportunity to earn competitive pay levels, with the ability to exceed these levels with strong company and individual performance. Further, we deliver the vast majority of each non-CEO executive’s compensation in the form of equity, which features a multi-year vesting period, and we prioritize ensuring our executives have a meaningful equity stake in Atlassian to further align their long-term wealth creation with that of our stockholders. Our philosophy adheres to the following guiding principles: 1.We aim to foster long-term thinking and an ownership culture. We have instilled a focus beyond annual results in favor of sustained, long-term performance, with an emphasis on equity ownership. For our NEOs, excluding our CEO, over 90% of pay is tied to long-term incentive awards which create immediate alignment with our stockholders. We adopted a rigorous stock ownership policy to foster an ownership mentality, go-forward business strategy accountability, and long-term thinking. 2.We strive for simplicity. Our compensation programs are deliberately designed to provide a clear and transparent connection among individual performance, long-term ownership, and executive compensation, while avoiding unnecessary complexity that could undermine the competitiveness or efficacy of our programs. Our approach combines four-year RSU awards, with award values informed by individual performance and impact, and executive stock ownership and holding requirements that reinforce long-term alignment with stockholders. We believe this structure supports a long-term ownership mentality while allowing the CLDC to differentiate compensation outcomes based on individual performance and responsibilities. The CLDC periodically evaluates peer practices and compensation design developments, including performance-conditioned equity, to determine whether potential changes would be consistent with our compensation philosophy and principles and complementary to our existing ownership guidelines and holding requirements. This approach allows us to remain agile as our business and talent strategy evolve while preserving the clarity and long-term focus of our current program. 3.We aim to deliver competitive target compensation levels. We annually assess our peer group and pay levels to ensure that our executives have target pay opportunities that are commensurate with their role expectations, reflect their individual experiences and skill sets, and their pay is positioned competitively against appropriate market references to attract and retain talent in a highly competitive market. Actual outcomes for our executives may be higher or lower and are influenced by overall company and individual performance. 4.We reinforce a pay-for-performance orientation. We have a robust performance management process centered on development and growth priorities which support us in directly tying our executive pay to performance in three explicit ways: (1) company-specific financial performance metrics through the annual incentive program, (2) overall team performance via the granting of RSU awards that connect the value of compensation to Atlassian’s stock price, and (3) individual performance which will impact how annual long-term incentive compensation decisions are calibrated. 5.We embrace transparency and consistency. We find value in a transparent, and largely formulaic, decision-making process that we believe enhances executive engagement and trust in how outcomes are determined.

  57. Authority Over Executive Compensation

    Role of Compensation Consultant The CLDC has the authority to retain independent advisors to assist it in carrying out its responsibilities. Through March 31, 2026, the CLDC engaged Semler Brossy as its independent compensation consultant. Effective April 1, 2026, the CLDC engaged Compensia as its independent compensation consultant. During fiscal year 2026, Semler Brossy and, following its engagement, Compensia, provided advice regarding the amount and forms of executive compensation; our compensation practices relative to those of other companies, including our peer group; governance and policy practices; and other executive and director compensation matters. Each consultant reported directly to the CLDC and its Chair and served at the discretion of the CLDC. Each consultant could meet with management to gather information regarding proposals that management may make to the Board or the CLDC. Neither Semler Brossy nor Compensia provides services to Atlassian other than executive and director compensation consulting. The CLDC assessed the independence of Semler Brossy and Compensia, taking into account, among other things, the factors set forth in Rule 10C-1 under the Exchange Act and the Nasdaq listing standards, and concluded that no conflict of interest existed with respect to either consultant’s work for the CLDC. Role of Management In setting compensation for fiscal year 2026, our CEO and Chief People and AI Enablement Officer worked closely with the Board in managing our executive compensation programs and attended CLDC meetings to discuss these topics. Our CEO made recommendations to the CLDC regarding compensation for our executive officers (other than himself) because of his daily involvement with our executive team. No executive officer participated directly in the final deliberations or determinations regarding their own compensation package. Use of Comparative Market Data For fiscal year 2026, the CLDC assessed the competitiveness of each element of each executive officer’s total target direct compensation against our executive pay peer group. The CLDC does not use a single method or measure in developing its recommendations, nor does it establish one specific target for the compensation opportunities of our executive officers. The CLDC reviews the peer group compensation levels and practices, as provided by our compensation consultant, for our executives, including our NEOs, and uses this information as a reference point when deciding on compensation levels, the mix of base salary, target short-term and long-term incentives, and other executive pay practices. The CLDC uses the 25th, 50th, 65th and 75th percentiles of market as reference points and the selection of a specific market reference point may vary for each pay element. Market data is only one factor considered in the compensation-setting process, and an individual NEO’s total compensation (or an element of compensation) in any given year may be set above or below market reference points, depending on holistic consideration of relevant factors as outlined above. The CLDC reviewed and compared our executive compensation to that of executives in similar positions in our peer group. In assessing the peer group, the CLDC first looked at industry and growth and scale fits: •Industry. Companies with similar business models and a preference for innovative, collaboration-oriented environments, enterprise software solutions, cloud and software-as-a-service leaders, and broader product suites. •Growth and Scale. Companies with high revenue and free cash flow growth rates, which were within a similar revenue scale to where Atlassian is today and where we expect to grow. We further narrowed down the list of potential companies by examining the following factors: •Sources of talent in the market (companies where we source and potentially lose executive talent). •Companies with strong historical and projected top-line revenue growth and revenue to valuation multiples which reflect industry leaders and companies with similar talent priorities and business dynamics. •Companies with a significant presence in the San Francisco Bay Area, high research and development spend as a percentage of revenue, and that are highly influential in the talent market.

  58. Authority Over Executive Compensation

    | Fiscal Year 2026 Compensation Peer Companies | | | | | | | Autodesk, Inc. | Datadog, Inc. | Okta, Inc. | ServiceNow, Inc. | Tradedesk, Inc | Workday, Inc. | | Hubspot, Inc | DocuSign, Inc. | Palo Alto Networks, Inc. | Shopify Inc. | Twilio Inc. | Zoom Video Communications, Inc. | | CrowdStrike Holdings, Inc. | Intuit, Inc. | Salesforce, Inc. | Snowflake, Inc. | Veeva Systems Inc. | Zscaler, Inc |

  59. Authority Over Executive Compensation

    Companies included in the fiscal year 2026 peer group satisfied at least four of the following seven criteria: 1.Trailing 12-month revenue between approximately one-third and four times Atlassian’s trailing 12-month revenue. 2.Estimated three-year forward revenue growth exceeding 10%. 3.A market-capitalization-to-revenue ratio exceeding 8.0x. 4.Satisfaction of the “Rule of 40,” defined as free cash flow margin plus trailing 12-month revenue growth exceeding 40%. 5.Recent competition with Atlassian for executive talent. 6.A strong record of innovation. 7.A meaningful business and strategic alignment with Atlassian. For the fiscal year 2026 peer group, HubSpot, Inc., The Trade Desk, Inc., and Zscaler, Inc. were added as they satisfied our established quantitative and qualitative screening criteria. Block, Inc. was removed because it no longer met financial criteria, and Splunk Inc. was removed due to its acquisition by Cisco Systems, Inc.

  60. Compensation and Governance Practices and Policies

    | | What We Do | | What We Don’t Do | | Limit CEO pay given size of existing equity stake Prioritize equity-based compensation and ownership through the use of RSUs Link pay to strategic priorities (e.g., cloud revenue) that align with stockholder interests Set a cap on incentive payouts Utilize a four-year vesting period to support our long-term orientation Use of an independent compensation consultant to advise the CLDC Conduct continuous succession planning Have an independent compensation committee Perform annual risk assessment reviewed by independent compensation consultants Maintain post-vesting stock ownership requirements for all senior leaders to create long-term ownership Maintain a clawback policy that permits the Board to recover incentive compensation, including annual bonus payments, in compliance with applicable law | | No “single trigger” equity acceleration upon a change in control when equity awards are assumed No excessive perquisites or personal benefits for executives No tax gross-ups to our executives No hedging or pledging of Atlassian stock by executives, without prior approval by the Audit Committee No special benefit or retirement plans that are exclusive to executive officers No guaranteed annual bonus payouts | |

  61. Severance Benefits

    Severance Benefits Our NEOs, excluding Mr. Cannon-Brookes, participate in the Atlassian Corporation Amended and Restated Executive Severance Plan (the “Executive Severance Plan”). The Executive Severance Plan provides for our NEOs to receive a severance payment equal to nine months of base salary upon a termination of their employment by us without "cause" (as defined in the Executive Severance Plan) or a resignation by the executive officer for "good reason" (as defined in the Executive Severance Plan) or, if the termination or resignation occurs within three months prior to or 12 months following a "change in control" (as defined in the Executive Severance Plan), a severance payment equal to 12 months of base salary, plus 100% of the covered executive’s annual target bonus in effect immediately prior to the “date of termination” (as defined in the Executive Severance Plan). In addition, upon such a qualifying termination of employment within three months prior to or 12 months following a "change in control" in which outstanding equity awards of Atlassian will be assumed, continued, or substituted by the successor entity, an executive officer will generally receive 100% (or such lower percentage as may be determined by our Board or the CLDC) accelerated vesting of all unvested and outstanding equity awards held by such executive officer at such time; provided, that any equity awards subject to performance conditions will be deemed satisfied at the target levels specified in the applicable award agreements. Notwithstanding the foregoing, if the outstanding equity awards of Atlassian will not be assumed, continued or substituted by the successor entity in connection with the change in control, then each executive officer will receive accelerated vesting of all unvested and outstanding equity awards held by such executive officer at such time; provided, that any equity awards subject to performance conditions will be deemed satisfied at the target levels specified in the applicable award agreements. Information on the estimated payments and benefits that our NEOs would have been eligible to receive as of June 30, 2026, is set forth in the subsection titled “Potential Payments Upon Termination or Change in Control” below.

  62. Severance Benefits

    | 2026 Proxy Statement | |

  63. Severance Benefits

    | 46 | Executive Compensation |

  64. Equity Grant Policy

    Equity Grant Policy We do not grant equity awards in anticipation of the release of material nonpublic information, and we do not time the release of material nonpublic information for the purpose of affecting the value of executive compensation. In the event material nonpublic information becomes known to the CLDC before granting an equity award, the CLDC will consider such information and use its business judgment to determine whether to delay the grant of equity to avoid any appearance of impropriety. Although we do not have a formal policy with respect to the timing of our equity award grants, the CLDC has historically granted such awards on a pre-determined annual schedule. In fiscal year 2026, we did not grant any stock options, stock appreciation rights or similar option-like instruments to our named executive officers.

  65. Accounting for Stock-Based Compensation

    Accounting for Stock-Based Compensation We follow ASC Topic 718 for our stock-based compensation awards. ASC Topic 718 requires companies to measure the compensation expense for all stock-based awards made to employees and directors, including stock options and RSUs, based on the grant-date fair value of these awards. This calculation is performed for accounting purposes and reported in the compensation tables below, even though our executive officers may never realize the value reported from their awards.

  66. Fiscal Year 2026 Summary Compensation Table

    | Name and Principal Position | Year | Salary ($) | Stock Awards ($)(1) | Non-Equity Incentive Plan Compensation ($) | All Other Compensation ($)(2) | Total ($) | | Michael Cannon-Brookes(3) CEO and Co-Founder | 2026 | 50,786 | 0 | 0 | 6,551 | 57,337 | | | 2025 | 48,258 | 0 | 0 | 5,982 | 54,240 | | | 2024 | 49,052 | 0 | 0 | 5,833 | 54,885 | | Anu Bharadwaj(4) Former President | 2026 | 445,417 | 12,084,017 | 0 | 6,348 | 12,535,782 | | | 2025 | 478,835 | 13,831,064 | 277,540 | 13,846 | 14,601,285 | | | 2024 | 600,000 | 0 | 344,200 | 14,843 | 959,043 | | Joseph Binz (5) Former Chief Financial Officer | 2026 | 595,833 | 10,486,237 | 446,880 | 15,263 | 11,544,214 | | | 2025 | 568,750 | 13,197,630 | 329,650 | 17,563 | 14,113,593 | | | 2024 | 550,000 | 7,358,269 | 315,520 | 16,463 | 8,240,253 | | Rajeev Rajan (6) Former Chief Technology Officer | 2026 | 445,833 | 14,980,290 | 0 | 10,958 | 15,437,081 | | | 2025 | 568,750 | 13,514,428 | 329,650 | 17,306 | 14,430,134 | | | 2024 | 550,000 | 10,585,525 | 315,520 | 15,342 | 11,466,387 | | Brian Duffy Chief Revenue Officer | 2026 | 595,833 | 18,203,445 | 446,880 | 17,245 | 19,263,403 | | | 2025 | 287,500 | 23,154,168 | 166,640 | 19,161 | 23,627,469 | | James Chuong (7) Chief Financial Officer | 2026 | 154,167 | 20,284,179 | 115,630 | 503,461 | 21,057,437 |

  67. Fiscal Year 2026 Grants of Plan-Based Awards Table

    Fiscal Year 2026 Grants of Plan-Based Awards Table The following table provides information on the equity grants awarded to our NEOs in fiscal year 2026 and estimated payouts under our non-equity incentive plan.

  68. Fiscal Year 2026 Grants of Plan-Based Awards Table

    | | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | | | All Other Stock Awards: Number of Shares of Stock or Units (#)(2) | Grant Date Fair Value of Stock and Option Awards ($)(3) | | Name | Grant Date | Threshold ($) | Target ($) | Maximum ($) | | | | Michael Cannon-Brookes | | | | | | | | Annual Incentive Program | | — | — | — | | | | Anu Bharadwaj | | | | | | | | Annual Incentive Program | | — | — | — | | | | Annual Award | 9/20/2025 (4) | | | | 70,820 | 12,084,017 | | Joseph Binz | | | | | | | | Annual Incentive Program | | — | 446,880 | 893,760 | | | | Annual Award | 9/20/2025 (4) | | | | 61,456 | 10,486,237 | | Rajeev Rajan | | | | | | | | Annual Incentive Program | | — | — | — | | | | Annual Award | 9/20/2025 (4) | | | | 87,794 | 14,980,290 | | Brian Duffy | | | | | | | | Annual Incentive Program | | — | 446,880 | 893,760 | | | | Annual Award | 9/20/2025 (4) | | | | 58,529 | 9,986,803 | | Retention Award | 4/23/2026 (5) | | | | 121,512 | 8,216,641 | | James Chuong | | | | | | | | Annual Incentive Program | | — | 115,630 | 231,260 | | | | New-Hire Award | 4/02/2026 (6) | | | | 297,030 | 20,284,179 |

  69. Fiscal Year 2026 Grants of Plan-Based Awards Table

    (1)Constitutes threshold, target, and the maximum amount payable under our annual cash incentive bonus program. Mr. Cannon-Brookes was not eligible to participate in our annual cash incentive bonus program for fiscal year 2026. (2)Constitutes equity awards in the form of RSUs that vest in quarterly installments over four years. (3)The amounts reported in this column represent the aggregate grant date fair value of RSUs calculated in accordance with ASC 718. The grant date fair value of RSUs was calculated by multiplying the closing trading price of our Class A Common Stock on the date of grant times the number of RSUs. For more information regarding the accounting for and assumptions we used to calculate the grant date fair values for RSUs, see the headings “Stock-based Compensation” in Notes 2 and 16, to our financial statements in our Annual Report on Form 10-K for the fiscal year ended June 30, 2026, which was filed with the SEC on August 14, 2026. (4)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 6.25% quarterly vesting for 16 quarters, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November. (5)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 12.5% quarterly vesting for 8 quarters, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November. (6)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 4.17% vesting on the first quarterly vesting date, followed by 6.25% quarterly vesting for 14 quarters, followed by 8.33% vesting the 16th quarterly vesting date, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November.

  70. Fiscal Year 2026 Grants of Plan-Based Awards Table

    | 2026 Proxy Statement | |

  71. Fiscal Year 2026 Grants of Plan-Based Awards Table

    | 50 | Executive Compensation |

  72. Fiscal Year 2026 Year-End Outstanding Equity Awards Table

    Fiscal Year 2026 Year-End Outstanding Equity Awards Table The following table provides information on the current holdings of unvested RSUs by our NEOs as of June 30, 2026. Our NEOs do not hold any stock options, so that portion of the table is omitted below.

  73. Fiscal Year 2026 Year-End Outstanding Equity Awards Table

    | | | Stock Awards | | | Name | Grant Date | Number of Shares or Units of Stock That Have Not Vested (#) | Market Value of Shares or Units of Stock That Have Not Vested ($)(1) | | Michael Cannon-Brookes | — | — | — | | Brian Duffy | 2/20/2025 (2) | 51,714 | 4,022,832 | | Brian Duffy | 9/20/2025 (3) | 47,555 | 3,699,303 | | Brian Duffy | 4/23/2026 (4) | 106,323 | 8,270,866 | | James Chuong | 4/2/2026 (5) | 278,466 | 21,661,870 |

  74. Fiscal Year 2026 Year-End Outstanding Equity Awards Table

    (1)Market value calculated based on a price per share of $77.79, the closing trading price of our Class A Common Stock on June 30, 2026. (2)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 8.33% vesting on the first quarterly vesting date, followed by 6.25% quarterly vesting for the following 14 quarters, followed by 4.17% vesting the 16th quarterly vesting date, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November. (3)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 6.25% quarterly vesting for 16 quarters, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November. (4)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 12.5% quarterly vesting for 8 quarters, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November. (5)RSUs vest on the closest quarterly vesting dates after the date of grant according to the following schedule: 4.17% vesting on the first quarterly vesting date, followed by 6.25% quarterly vesting for 14 quarters, followed by 8.33% vesting the 16th quarterly vesting date, subject to continued employment at each such date. All vest events occur on a quarterly schedule during the months of February, May, August, and November.

  75. Fiscal Year 2026 Option Exercises and Stock Vested Table

    Fiscal Year 2026 Option Exercises and Stock Vested Table The following table shows the vesting of RSUs for each of our NEOs during fiscal year 2026, including the value realized on vesting. Our NEOs do not hold any options, so that portion of the table is omitted below.

  76. Fiscal Year 2026 Option Exercises and Stock Vested Table

    | | Stock Awards | | | Name | Number of Shares Acquired on Vesting (#) | Value Realized on Vesting ($)(1) | | Michael Cannon-Brookes | — | — | | Anu Bharadwaj | 56,592 | 7,535,840 | | Joseph Binz | 58,425 | 6,900,558 | | Rajeev Rajan | 59,397 | 7,768,838 | | Brian Duffy | 45,556 | 4,764,570 | | James Chuong | 18,564 | 1,660,179 |

  77. Fiscal Year 2026 Option Exercises and Stock Vested Table

    (1)Amounts reported calculated by multiplying the closing trading price of our Class A Common Stock on the date of vest by the number of RSUs vesting.

  78. Fiscal Year 2026 Option Exercises and Stock Vested Table

    | | 2026 Proxy Statement |

  79. Fiscal Year 2026 Option Exercises and Stock Vested Table

    | Executive Compensation | 51 |

  80. Potential Payments Upon Termination or Change in Control

    Potential Payments Upon Termination or Change in Control The potential payments under our Executive Severance Plan for the termination of an NEO’s employment by us other than for cause (as defined in the Executive Severance Plan) or a resignation by the NEO for good reason (as defined in the Executive Severance Plan) are shown in the below table and are summarized as follows:

  81. CEO Pay Ratio

    CEO Pay Ratio The fiscal year 2026 total compensation of the median employee, based on the compensation of all employees who were employed as of June 30, 2026, other than our CEO, was $252,071. Mr. Cannon-Brookes’s fiscal year 2026 annual total compensation was $57,337. The ratios of our CEO’s fiscal year 2026 pay to that of our median employee was 0.23 to 1. To identify the median employee, we used the following methodology and estimates, consistent with all applicable SEC rules: •We selected June 30, 2026 as the date upon which we would identify the “median employee.” •As of this date, we considered a total of 13,300 full- and part-time employees (other than our CEO). •For purposes of determining our median employee we used target annual base salary, target cash incentive bonus, and grant date fair market value of equity awards granted to our employees, in each case, for the fiscal year ended June 30, 2026, to calculate our consistently applied compensation measure. We annualized wages and salaries for employees that were not employed for the full year. •Once we identified the median employee, we calculated the annual total compensation for the median employee according to the methodology used to report the annual compensation of our NEOs in the Summary Compensation Table. The pay ratio reported above is a reasonable estimate calculated in a manner consistent with SEC rules based on our internal records and the methodology described above. The SEC rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s total annual compensation allow companies to adopt a variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their employee populations and compensation practices. Therefore, the pay ratio reported by other companies may not be comparable to the pay ratio reported above, as other companies have different employee populations and compensation practices and may utilize different methodologies, exclusions, estimates, and assumptions in calculating their own pay ratios.

  82. Pay Versus Performance

    Pay Versus Performance As required by Section 953(a) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and Item 402(v) of Regulation S-K, we are providing the following disclosure regarding executive compensation for our principal executive officers (“PEOs”) and our other NEOs (“Non-PEO NEOs”) and our performance for the fiscal years listed below. For further information regarding our pay-for-performance philosophy refer to “Compensation Discussion and Analysis.” The CLDC did not consider the pay versus performance disclosure below as a determining factor for the pay decisions in fiscal year 2026.

  83. Pay Versus Performance

    | | Summary Compensation Table Total for PEO (Cannon- Brookes)(2) ($) | Summary Compensation Table Total for PEO (Farquhar) ($) | Compensation Actually Paid for PEO (Cannon- Brookes) ($) | Compensation Actually Paid for PEO (Farquhar) ($) | Average Summary Compensation Table Total for non-PEO NEOs(3) ($) | Average Compensation Actually Paid to non-PEO NEOs(3) ($) | Value of Initial Fixed $100 Investment Based On(1): | | | | | Year | | | | | | | Total Stockholder Return ($) | Peer Group Total Stockholder Return ($) | GAAP Net Loss (in millions) ($) | Cloud Revenue(4) (in millions) ($) | | 2026 | $57,337 | N/A | $57,337 | N/A | $15,967,583 | $2,563,726 | $41.5 | $160.2 | -$53.8 | $4,411 | | 2025 | $54,240 | $13,247 | $54,240 | $13,247 | $16,693,120 | $21,046,349 | $108.4 | $199.3 | -$256.7 | $3,447 | | 2024 | $54,885 | $55,871 | $54,885 | $55,871 | $7,324,202 | $3,180,090 | $94.4 | $173.9 | -$300.5 | $2,699 | | 2023 | $55,109 | $55,109 | $55,109 | $55,109 | $13,612,685 | $9,861,062 | $89.5 | $133.7 | -$486.8 | $2,085 |

  84. Pay Versus Performance

    (1)The Peer Group Total Stockholder Return set forth in this table utilizes the S&P 500 System Software Sub Industry Index which we also included in the stock performance graph required in our Annual Report on Form 10-K for fiscal year 2026. The comparison assumes $100 was invested for the period starting June 30, 2022, through the end of the listed year in Atlassian Class A Common Stock and in the S&P 500 System Software Sub Industry Index, respectively. Historical stock performance is not necessarily indicative of future stock performance. (2)Mr. Cannon-Brookes is and Mr. Farquhar was paid in Australian dollars, which have been converted into US dollars using a monthly average exchange rate for fiscal year 2026 of USD $1.00 to AUD $1.47, for fiscal year 2025 of USD $1.00 to AUD $1.55, for fiscal year 2024 of USD $1.00 to AUD $1.52, and for fiscal year 2023 of USD $1.00 to AUD $1.51. Messrs. Cannon-Brookes and Farquhar did not receive stock awards as part of their compensation and did not participate in the annual incentive bonus program.

  85. Pay Versus Performance

    | | 2026 Proxy Statement |

  86. Pay Versus Performance

    | Executive Compensation | 53 |

  87. Pay Versus Performance

    (3)The individuals comprising the Non-PEO NEOs for each year are listed below:

  88. Pay Versus Performance

    | 2026 | 2025 | 2024 | 2023 | | Anu Bharadwaj | Anu Bharadwaj | Anu Bharadwaj | Anu Bharadwaj | | Joseph Binz | Joseph Binz | Joseph Binz | Joseph Binz | | Rajeev Rajan | Rajeev Rajan | Rajeev Rajan | Rajeev Rajan | | Brian Duffy | Brian Duffy | Cameron Deatsch | Cameron Deatsch | | James Chuong | | | |

  89. Pay Versus Performance

    (4)Cloud revenue is equal to Cloud revenue as reported in the audited financial statements included in our Annual Report on Form 10-K for fiscal years 2026, 2025, 2024 and 2023. To calculate Compensation Actually Paid, the following amounts were deducted from and added to Summary Compensation Table total compensation:

  90. Pay Versus Performance

    | | Fiscal Year 2026 | | Fiscal Year 2025 | | | Fiscal Year 2024 | | | Fiscal Year 2023 | | | | | Mr. Cannon- Brookes (PEO) | Non-PEO NEOs(1) | Mr. Cannon- Brookes (PEO) | Mr. Farquhar (PEO) | Non-PEO NEOs(1) | Mr. Cannon- Brookes (PEO) | Mr. Farquhar (PEO) | Non-PEO NEOs(1) | Mr. Cannon- Brookes (PEO) | Mr. Farquhar (PEO) | Non-PEO NEOs(1) | | Summary Compensation Table Total | $57,337 | $15,967,583 | $54,240 | $13,247 | $16,693,120 | $54,885 | $55,871 | $7,324,202 | $55,109 | $55,109 | $13,612,685 | | Less - Grant date fair value of awards granted during the fiscal year | — | $8,767,341 | — | — | $15,924,322 | — | — | $6,577,254 | — | — | $12,944,242 | | Plus - Fair value of awards granted during the fiscal year at vest (if vested) or at year-end (if unvested) | — | $8,247,609 | — | — | $17,477,926 | — | — | $4,198,254 | — | — | $10,268,477 | | Plus - Change in fair value of awards granted prior to the fiscal year (2) | — | -$12,884,126 | — | — | $2,799,625 | — | — | -$1,765,112 | — | — | -$1,075,858 | | Compensation Actually Paid | $57,337 | $2,563,726 | $54,240 | $13,247 | $21,046,349 | $54,885 | $55,871 | $3,180,090 | $55,109 | $55,109 | $9,861,062 |

  91. Pay Versus Performance

    (1)All amounts included in this column represent the average for all Non-PEO NEOs. (2)Calculated as fair value at the earlier of vesting date or last day of the fiscal year minus the fair value on the last day of the prior fiscal year.

  92. Pay Versus Performance Tabular List

    Pay Versus Performance Tabular List We believe that Cloud revenue, which we define as Cloud revenue as reported in our audited financial statements, represents the most important financial performance measure used by us to link compensation actually paid to our NEOs to our performance for the fiscal year ended June 30, 2026. We also believe that Marketplace Cloud revenue is an important financial performance measure that we have used to link compensation actually paid to our NEOs to our performance for the fiscal year 2026. We do not use any other financial performance measures in linking compensation actually paid to our NEOs to our performance.

  93. Analysis of the Information Presented in the Pay Versus Performance Table

    Analysis of the Information Presented in the Pay Versus Performance Table As explained in the “Compensation Discussion and Analysis,” our annual cash incentive program is tied to a broader definition of Cloud revenue that includes fees received for sales of third-party cloud apps in the Atlassian Marketplace. Other metrics included in the Pay Versus Performance table are not determining factors for pay outcomes. In accordance with Item 402(v) of Regulation S-K of the Exchange Act, Atlassian is providing the following descriptions of the relationships between information presented in the Pay Versus Performance table.

  94. Analysis of the Information Presented in the Pay Versus Performance Table

    | 2026 Proxy Statement | |

  95. Analysis of the Information Presented in the Pay Versus Performance Table

    | 54 | Executive Compensation |

  96. Analysis of the Information Presented in the Pay Versus Performance Table

    None of our cumulative total stockholder return over fiscal years 2023 through 2026, GAAP net loss across fiscal years 2023 through 2026 or Cloud revenue across fiscal years 2023 through 2026 had a direct impact on the Compensation Actually Paid (as computed in accordance with SEC rules) to our PEO since our PEO’s total compensation is comprised of a modest base salary and statutory superannuation contributions. However, because of the large number of shares of our common stock held by our CEO, our cumulative total stockholder return over fiscal years 2023 through 2026 did have a negative impact on the aggregate value of their holdings. Our annual Cloud revenue targets had a direct impact on the overall compensation of our Non-PEO NEOs, as it, when added to fees received for sales of third-party cloud apps in the Atlassian Marketplace, resulted in bonus payouts of 45.2%, 95.6%, 96.6%, and 100% for fiscal years 2023, 2024, 2025, and 2026, respectively. Our cumulative total stockholder return over the same period reflects the challenging competitive landscape and macroeconomic environment. The increase in Compensation Actually Paid (as computed in accordance with SEC rules) to our Non-PEO NEOs for fiscal year 2026 is due primarily to the change in composition of our Non-PEO NEOs. Our net losses across fiscal years 2023, 2024, 2025, and 2026 were inclusive of stock-based compensation expense and did not have any impact on the Compensation Actually Paid (as computed in accordance with SEC rules) to our Non-PEO NEOs.

  97. Relationship Between Compensation Actually Paid and Cumulative Company and Peer Group TSR

    Relationship Between Compensation Actually Paid and Cumulative Company and Peer Group TSR The graph below (i) sets forth the relationship between the amount of Compensation Actually Paid to our PEOs, the average amount of Compensation Actually Paid to our Non-PEO NEOs, and our cumulative TSR over the four most recently completed fiscal years; and (ii) compares our cumulative Total Shareholder Return (“TSR”) over the four most recently completed fiscal years to that of the S&P 500 System Software Sub Industry Index over the same period.

  98. Relationship Between Compensation Actually Paid and Cumulative Company and Peer Group TSR

    | | 2026 Proxy Statement |

  99. Relationship Between Compensation Actually Paid and Cumulative Company and Peer Group TSR

    | Executive Compensation | 55 |

  100. Relationship Between Compensation Actually Paid and Net Income

    Relationship Between Compensation Actually Paid and Net Income The graph below sets forth the amount of Compensation Actually Paid to our PEOs, the average amount of Compensation Actually Paid to our Non-PEO NEOs, and our GAAP net income, during the four most recently completed fiscal years.

  101. Relationship Between Compensation Actually Paid and Cloud Revenue

    Relationship Between Compensation Actually Paid and Cloud Revenue The graph below sets forth the amount of Compensation Actually Paid to our PEOs, the average amount of Compensation Actually Paid to our Non-PEO NEOs, and our Cloud revenue during the four most recently completed fiscal years.

  102. Relationship Between Compensation Actually Paid and Cloud Revenue

    | 2026 Proxy Statement | |